Organizational Behavior.docx

However some managers may agree with the model but

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However, some managers may agree with the model but not actually practice it at work. This model is followed widely, especially in the West, because it responds to employee drives for complex needs. It is especially useful in production work places. Employees in developing countries are aware of management practices around the world and are demanding more modern approaches. 4. COLLEGIAL MODEL This model began about 50 years ago. Collegial means people working together cooperatively. In this model, management builds a feeling of partnership with employees. The environment is open and people participate. The collegial model is about team work. Managers are coaches to help build better teams. Employees are responsible – they feel obliged to others on the team to produce quality work. Employees must be self-disciplined. Many employees feel satisfied that they are making a worthwhile contribution. This leads to self-actualization and moderate enthusiasm in the way they perform. The collegial model is especially useful for creative work, like marketing or communications or in thinking environments, like education or planning. (Newstrom 38)
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5. THE SYSTEM MODEL This is the most recent model. In this model, people want more than money, job security and cooperative teams. Employees today want trust, an ethical workplace, managers who show care and compassion and a workplace that has a sense of community. The system model focuses on “identifying developing and managing the strengths within employees”. Managers focus on “helping employees develop feelings of hope, optimism, self- confidence, empathy, trustworthiness, esteem, courage, efficacy and resiliency.” In the system model, “Managers protect and nurture their employees…to develop a positive workplace culture which leads to organizational success and committed employees.” Both managers and employees need social intelligence in this model with managers as facilitators. (Newstrom 39). In the system model, managers and employees see the mutual benefits and obligations they share in the complex system (the organization). Everyone has psychological ownership for the organization, its products and services. Everyone feels possessive, responsible and “at home” in the organization. Employees can reach a state of self-motivation. Their highest order needs are met. They have passion and commitment to organizational goals, not just their own personal wants and needs.
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